Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
#020
Human Resource Mana gement:
A Comprehe nsive View
Human Resource Management:
A Comprehensive View (7 Credit)
Page 1 of 32
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Human Resource Mana gement:
A Comprehe nsive View
Human Resource Management:
A Comprehensive View (7 Credit)
Page 2 of 32
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Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Course Co-ordinator:
Prof. Dr. R. B. Crawford – Director H RODC Pos tgrad uate Tr ai ni ng Inst itu te
 PhD (University of London),
 MEd. M. (University of Bath),
 Adv. Dip. Ed. (University of Bristol),
 PGCIS (Thames Valley University),
 ITC (UWI),
 Member of the Standing Council of Organisational Symbolism (MSCOS);
 Member of the Asian Academy of Management (MAAM);
 Member of the International Society of Gesture Studies (MISGS);
 Member of the Academy of Management (MAOM);
 LESAN;
 Professor, HRODC Postgraduate Training Institute;
 Visiting Professor, Polytechnic University of the Philippines (PUP)
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
For Whom This Course is Designed
This Course is Designed For:

Human Resource Professionals

Human Resource Managers

Human Resource Specialists who need to expand their knowledge and expertise in
all aspects of human resources management

Executives

Directors

Managers who need current, specialized knowledge Supervisors

Experienced managers who are new to the HR field

Other mid-level managers pursuing a career change or promotion

Business consultants

MBA students

Those considering entering the field of Human Resource Management Early- to midcareer professionals who need to manage the increasing complexity of interpersonal
or organizational dynamics in their jobs

Entrepreneurs who want to learn about human resource management

Small business owners who do not have in-house professional Human Resource
Management expertise
Duration: 35 Days
Cost:
 £28,000.00 Per Delegate for UK Delivery
 £35,000.00 Per Delegate for Delivery outside the UK
Please Note:


V.A.T. (Government Tax) does not apply to Corporate Sponsored Individuals, taking Programmes or
Cours es in any location - within or outside the UK.
It applies only to Individuals and Corporations based in the UK and to Non-UK Individual Residents
taking courses in the UK.
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Cost includes:
 Free Continuous snacks throughout the Event Days;
 Free Hot Lunch on Event Days;
 Free City Tour;
 Free Country Souvenir;
 Free Stationery;
 Free On-site Internet Access;
 Leather Conference Folder;
 Conference Ring Binder;
 Institute’s Polo Shirt.
 Diploma – Postgraduate - or
 Certificate of Attendance and Participation – if unsuccessful on resit.
Daily Schedule: 9:30 to 4:30 pm.
Location: Central London and International Locations
Schedule - Part 1:
http://hrodc.com/HRODC_Seminar_Schedule_0607.International_Seminar_Schedule_UK_Seminars.htm
Click to book this course:
http://www.hrodc.com/Course_Booking_Form_London_Dubai_Kuala_Lumpur_Paris_Joh
annesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Hum an R esource Man ageme nt: A Com prehe nsi ve View
Leading to Diploma-Postgraduate in
Human Resource Management: A Comprehensive View (7 Credit)
Module #
Module Title
001
Dynamics of Organisational Change Management
003
Trainer Training: Training for Trainers
004
Motivating Workers: Intrinsic and Extrinsic Rewards
005
Employee Resourcing: Recruitment and Selection
006
Diversity Management: A Value-Added Inclusion
032.B1
Organisation Management: An Introduction
032.B6
Managing Individual Performance
Dyna mics of Organ isat iona l Chang e Ma nage me nt
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able
to:
 Define Organisational Development (OD)
 Determine how OD leads to Organisational Effectiveness
 Discuss the Differing Perspectives in OD
 Distinguish Micro-OD from Macro-OD
 Explain OD Interventions
 Determine OD Success
 Demonstrate their awareness of the inevitability of organisational change.
 Demonstrate the need for a proactive stance in relation to Organisational change.
 Determine the factors, which contribute to workers’ resistance to change.
 Suggest the efforts, which an organisation might employ to reduce workers’ resistance
to change.
 Demonstrate their awareness of change management and human resource implications.
 Distinguish between change strategies and approaches to change.
 Illustrate the advantages and disadvantages of each strategy.
 Manage latent and manifest resistance to change.
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
 Determine the situations when a particular approach might be appropriate.
 Determine the most effective ways of communicating change decisions to workers.
 Illustrate the advantages and drawbacks of group involvement in decisions related to
change.
 Design measures, which will ensure change institutionalisation.
 Demonstrate leadership in the implementation of change, whilst avoiding whilst
avoiding Human and Organisational Casualties.
Dyna mics of Organ isat iona l Chang e Ma nage me nt
Module Contents, Concepts and Issues
Organis atio nal D evelop me nt
What is Organisational Development (OD)?
OD and Organisational Effectiveness:
Differing Perspectives
Micro-OD
Macro-OD
OD Interventions
Determining OD Success
Organis atio nal Ch ange Ma nage men t
Change and Its Inevitability
Anticipating the Need for Change
Resistance to Change
Latent and Manifest
Change Management and Human Resources Implications
Pertinent Factors Associated With Change Implementation
Approaches to Change: Their Merits and Demerits
 The Big Bang Approach
 The Incremental Approach
Strategies for Effecting Change
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Influence Change Strategies: When They Should Be Used Or Avoided.
Control Change Strategies: When They Should Be Used Or Avoided.
Communicating Organisational Change (Organisational change)
Communication Media:
Mass or Personalised Communication?
Mode and Channels of Communication
Getting the Message Right
Timing of Communication
Who Should Communicate What, When?
Use of Groups in Change Process
Managing Latent and Manifest Resistance to Change
Effective, Overall, Change Leadership
Leading Change Implementation
Selecting the Appropriate Change Agent
Internal or External
Speed of Change
Change Acceleration
Averting Organisational (Organizational) and Individual Casualties
Confidence
Change Tolerance and Individual Stress Levels
Managing the External Environment
Improving Perception and Instilling
Stakeholders, Generally
Shareholders and Funding Agents
Customers and Clients
Potential Customers and Clients
Change Institutionalisation
Returning To Normality
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Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Trainer Tr ai ni ng: Train ing the Tra iners
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able
to:
 Be conversant with the theories of learning and memory crucial to the development and
implementation of training programmes
 Be aware of the taxonomy of educational objectives and translate these into individual
capability and achievements
 Determine the most appropriate way to organise training and development courses
 Be able to equip a training room for maximum impact and effectiveness, with in
organisational budget and other constraints
 Design courses that account for individual training needs and learning curve
 Design learning objectives, mindful of what can be realistically achieved - in terms of
the experience and motivation of delegates
 Design learning experiences that will ensure that learning
 Meet the objectives - taking account of relevant factors associated with established
principles of learning
 Design appropriate delegate activities relevant to the stated learning objectives
 Demonstrate their ability to prepare for and make effective oral presentations
 Demonstrate their ability to conduct individual, team and organisational training needs
analysis
 Use different internal sources of information to assess
 Be equipped with the immediate and future training and development needs
 Be capable of designing evaluation questionnaire for individual courses, training
programmes, and presenters
 Determine when training intervention is necessary
 Link organisational and subsystem business strategy to training and development
strategy
 Position the training department within organisational corporate structure
 Design appropriate in-course evaluation
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
 Design
appropriate
assessments
and
assessment strategy of
award-bearing
components of training programmes.
 Effectively structure training courses to incorporate formal presentations, delegate
activities and evaluation
 Incorporate appropriate 'Ice-breaker' and 'Closure' activities that will enhance the
effectiveness of individual training courses
 Demonstrate exceptional leadership in the management of the learning environment
 Effectively manage commissioning relationships
 Effectively manage a training department
Trainer Tr ai ni ng: Train ing the Tra iners
Module Contents, Concepts and Issues
Learning Theory
Learning and Memory
Learning and Application
Education Training and Development: A Distinction
Conditions Conducive To Learning and Memory
The Taxonomy of Educational Objectives
The Value of Varied Learning Experiences
Establishing Learning Objectives
Determining the Content of Training Programmes
Designing Delegate Activities, In Line With Established Objectives
Effective Oral Presentations
Designing Training Courses
Designing Ice-Breaker and Closure Activities
Creating an ‘Ideal’ Setting
Designing Course Evaluation Questionnaires
Equipping the Training Room ‘Within Budget’
Learning Organisation: An Introduction
Learning Organisation and Organisational Learning
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Training and Development Policy
Training Needs Analysis
Individual Training Needs Analysis
Group Training Needs Analysis
Corporate Training Needs Analysis
Determining the Appropriateness of Training Interventions
Aligning the Training Department within Existing Organisational Structure
Aligning Training Strategy with Subsystem and Organisational Strategy
Effective Training Commissioning
Managing the Training Department
Managing the Learning Environment
Organisational Training and Training Organisation
Contemporary Issues in Training and Development
Training Interventions
Formal Training Intervention
Informal Training Intervention
Tacit Learning
Aptitude Treatment Intervention (ATI)
The Role of the Internal Trainer
Training and Organisational Policy and Strategy
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Moti vat ing Workers: Intr ins ic an d Extr insi c Rewar ds
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able
to:
1. Demonstrate an understanding of the concept of motives and their value in
organisational and subsystem effectiveness
2. Distinguish between the different sets of motivation theories, notably content, process
and reinforcement
3. Demonstrate their ability to translate motivation theory into practice
4. Evaluate the appropriateness of the application of particular theoretical aspects of
motivation to specific situations
5. Demonstrate their ability to formulate a comprehensive motivation strategy
6. Critically appraise existing motivation strategy within their organisations, identifying
and addressing gaps
7. Formulate a workable motivation strategy
8. Follow the common trends in the popular motivation theories.
9. Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic
values if motivation.
10. Demonstrate how popular motivation theories have contributed to our understanding
of worker behaviour.
11. Locate performance related pay, productivity bonuses and other remuneration
inducement within existing motivation theory.
12. Illustrate how the contingency approach to motivation might be applied to different
situations.
13. Indicate the part that training and development play in worker motivation.
14. Manage the process of motivation, taking account of socio cultural and economic
differences.
15. Manage the motivation process, taking account of the differences in preferences and
expectation of workers.
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Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
16. Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather
than an ‘equality perspective’.
17. Demonstrate the need to balance the ‘individualist’ and ‘collectivist’ perspective to
motivation.
Moti vat ing Workers: Intr ins ic an d Extr insi c Rewar ds
Module Contents, Concepts and Issues
Directing or Leading
The Concept of Motivation
Theories of Motivation
Content Theories and Some of Their Contributors
Maslow’s Hierarchy of Needs
Analysis of Maslow’s Claims
McClelland’s Studies
Taylor: Money and Motivation
Motivator-Hygiene Factor: Herzberg’s Contribution
Process Theories
Equity Theory
Goal-Setting Theory
Expectancy Theory
Equitable Reward Systems
Reinforcement Theories
Reinforcement Theory
Motivation and Contingency Theory
Designing an Effective Motivation Strategy
The Collectivist vs. the Individualist Perspective of Motivation
Common Trends in Motivation Theories
Intrinsic and Extrinsic Values of Motivation
Motivation and Worker Behaviour
The Extent to Which Salary or Wages Inducement Motivate Workers
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Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Performance Related Pay (PRP)
Productivity Bonuses
Efficiency Gains
Profit Share
The Contingency Approach to Motivation
Social Differentiation in Motivation
Culture Differentiation in Motivation
Wealth as a Factor in Motivation
Class as an Issue in Motivation
Individual Expectation and Motivation
Individual Preferences as a Motivating Factor
Employe e Resourc ing: Recru itm ent and Se lect ion
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able
to:
 Exhibit an understanding of the desirability of a limited turnover of staff.
 Demonstrate their ability to determine the type of commitment that motivate particular
individuals to join an organisation
 Have designed ways of stabilizing staff turnover/high turnover
 Be aware of how personnel demand forecast (PDF) is conducted
 Demonstrate their ability to conduct a human resource audit
 Be aware of the non-conventional selection methods
 Be able to conduct periodic and exit interviews
 Demonstrate their ability to conduct job analysis
 Be able to design job description and personnel specification for particular roles
 Be able to weight a candidate assessment form, on the basis of job description and
personnel specification
 Be able to use candidate assessment form in short listing and interviews
 Be able to conduct individual and panel interviews
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
 Be capable of arriving at objective decisions in personnel
 Selection
 Be able to analyse education, training and development programmes
 Be able to design an effective induction package.
 Demonstrate an understanding of the legal bases of Employee Resourcing
 Relate specific recruitment, selection, retention and exit issues to UK and European
legislation
 Cite Specific legislation and related cases relevant particular job design iss ues
 Suggest the constraints that specific UK Protective Legislation place on the recruitment,
selection and management of employees.
 Demonstrate their ability to lead a recruitment and Selection team.
 Be able to manage recruitment and selection within a ‘resourcing context’.
Employe e Resourc ing: Recru itm ent and Se lect ion
Module Contents, Concepts and Issues
Staff Turnover and Negative and Positive Impact On the Organisation
Levels of Individual Commitment of Potential and New Recruits
Moral Commitment
Remunerative Commitment
Calculative Commitment
Recruitment and Selection as a Resourcing Activity
Training, Education, Development as Facilities for New Recruits
The Importance of Human Resource Forecasts
Methods of Forecasting Human Resource Needs of the Organisation
Strategic Operational Review’ (SOR) As Prerequisite For Human Resource Forecasting
The Legal Bases of Recruitment and Selection
Job Design
Types of Job Design
 Mechanistic Job Design
 Biological Job Design
 Motivational Job Design
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
 Perceptual Job Design
Importance of Human Resource Audit
Conducting Human Resource Audit
Periodic and Exit Interviews
Systematic Recruitment and Selection Process
Conducting Job Analysis
Designing Job Description
Designing Personnel Specification
Market Targeting
Designing and Placing Advertisement
Weighting and Using Candidate Assessment Form (CAF)
Non-Conventional Personnel Selection
The Value of Staff Induction
Organising an Induction Programme
Running an Induction Programme
Short Listing Candidates
Conducting Selection Interviews
The Value of and Problems of E-Recruitment
The Different Types and Levels of E-Recruitment
Conducting Periodic Interviews
Conducting Exit Interviews
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Diversi ty Man ageme nt: A Va lue-A dde d Incl usio n
Module Objectives
By the conclusion of the specified learning and development activities, delegates will be able
to:
 Distinguish between equal opportunities and diversity management;
 Demonstrate an understanding of the Equal Opportunities Legislation and its
implications for organisational operation;
 Demonstrate their awareness of the bases for racial, ethnic and gender discrimination,
focusing on the social identity perspective;
 Be able to determine the organisational benefits of organisational diversity, on the
bases of cost, resource acquisition, marketing, creativity & system flexibility;
 Be aware of vital diversity factoids, useful to their organisation’s effective operation;
 Be able to design a system by which organisational diversity will be managed;
 Have devised a managed approach to organisational culture;
 Have devised a strategy for the creation of a bias-free human resource management;
 Have devised ways to encourage a ‘gender friendly’ work environment - manifest in a
bias-free career & promotion system and reduction in work-family conflict;
 Demonstrate their understanding of ‘sentience’ as a basis for discrimination;
 Have devised a system by which gender, racial and ethnic heterogeneity are promoted;
 Be aware of the de-moralising effect of ‘resonation’;
 Be able to recognise resonation, taking the necessary steps to avert or prevent its
reoccurrence;
 Demonstrate their ability to manage complaints and disciplinary systems in such a way
that all opportunities for discrimination are removed
 Demonstrate their ability to apply their knowledge of organisational diversity to
reducing the likelihood of ‘sentience’;
 Have applied their understanding of organisational diversity to promote a desirable
level of cohesiveness, reducing the likelihood of ‘groupthink’;
 Have demonstrated competence in ‘diversity counselling’;
 Have demonstrated expertise in ‘relationship management’;
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Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
 Have exhibited the ability to detect tendencies towards ‘sentience’ as a direct result of
diversity;
 Have demonstrated the ability to effectively manage in situations where sentience
exists, progressing towards its elimination;
 Have demonstrated their ability to formulate, implement and monitor an effective
diversity policy.
 Demonstrate exceptional leadership in the management of a diverse workforce.
Diversi ty Man ageme nt: A Va lue-A dde d Incl usio n
Module Contents, Concepts and Issues
The Concepts of Equal Opportunities and Diversity Management
Equal Opportunities in Employment and the British Legislation
Exploring Workforce Diversity
Cultural Diversity, Generally
Gender Diversity
Racial Diversity
Ethnic Diversity
Age Diversity
Perceptual and Mental Diversity
Physical Diversity
Sexuality Diversity
Sentience as a Basis for Racial, Ethnic and Gender Discrimination
Racial, Ethnic and Gender Discrimination: The Social Identity Perspective
Gender and Sex Discrimination
Age Discrimination (Ageism and Reverse Ageism)
Disability Discrimination
Racial Discrimination
Discrimination as Social Identity
Understanding and Dealing with Sentience
The Effectiveness of the British Legislation in Protecting the Rights of the
Disadvantaged Groups
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Gender Disparity in Organisations: An Analysis of the Status of Women in the
Workplace
Diversity Mismanagement and Its Consequence for Organisational Survival: Some Case
Examples
Beyond Equal Opportunities: Towards Diversity Management.
Diversity Management and Effective Human Resource Utilization
Constitution of Committees and Task Forces
Gate Keeping: Avoiding ‘Resonation’
Utilizing Marketing Intelligence
Activities Necessary for an Effective Management of Organisational Diversity: Managing
Organisational Culture
Ensuring Human Resource Management System Is Bias Free
Managing Diversity through Recruitment, Training, Education &
Development
Managing Diversity in Appraisal, Compensation and Benefits
Promotion
Creating a Higher Career Involvement of Women: Eliminating Dual Career Routes
Managing Diversity through the Prevention of Subtle Sexual Harassment
Managing Racial, Ethnic and Gender Diversity through the Elimination of the
Opportunities for Discrimination That Are Created By the ‘Complaints System’
Reducing Work-Family Conflict
Promoting Heterogeneity in Race, Ethnicity, Nationality
Being Mindful of the Effect of Homogeneity on Cohesiveness and Groupthink
Effective Diversity Management and Organisational Success
Some Effective Diversity Initiatives
Mummy Tracks
Granny Crèche
Employment of Older People
Example of Organizations with Diversity-Enhanced Environments:

Wall Street Journal
 Lockheed Martin Aeronautics Company
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
 Clairol
 Quaker Oats
 IBM
 Ciba-Geigy
 Pacific Telesis
 Mercedes Benz
 Levi Strauss
Managing Cultural Differences: Promoting An Understanding Of Sensitivity
Towards
Differences Existing Among Workers, e.g. in:
 Culture
 Gender
 Ethnicity
 Race
 Sexuality
 Age
 Disability
Taking Advantage of the Opportunities Which Diversity Provides
Organisational Diversity and the Issue of ‘Sentience’
Relationship Management
Diversity Management, Workforce Flexibility and Flexible Working Practices
Developing, Monitoring and Enforcing Equal Opportunities and Diversity Policies
The Adaptation of a Leadership Style That Is Conducive To an Effective Diversity
Management System
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Organis atio n Ma nage men t: An I ntrod uctio n
Module Objectives
By the end of the specified learning and development activities, participants will be able to:
 Distinguish between formal & social organisations
 Distinguish between business and non-business organisations
 List at least three characteristics of a formal organisation
 List the key features of a collegia
 Distinguish between power and authority
 Distinguish between social & business objectives
 Distinguish between internal and external accountability
 State at least three agencies to which an organisation is accountable
 Demonstrate an awareness of the difference between managing in stable and turbulent
times
 Be aware of the different elements, which constitute the role of a manager
 Demonstrate a general understanding of how these fundamental elements of
management are performed
 Demonstrate their ability to establish an effective co-ordinating mechanism
 Have designed a ‘leadership strategy’, which has a high probability of greatly enhancing
worker motivation and improving their morale - factors crucial to organisational
success
 Be able to influence their leadership style in such a way that they develop the flexibility
to manage their organisations and subsystems effectively, in stable and turbulent times.
 Be aware of some key issues in designing effective organisations
 Be aware of the importance of organisational design and communication effectiveness.
 Be able to establish objectives, designing the mechanism for their accomplishment
 Apply effective time management to competitive situations
 Be aware of the importance of delegation in human resource & organisational
development
 Be aware of the benefits of delegation to delegates
 Be aware of the benefits of delegation to delegates
Page 21 of 32
Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
 Have exhibited confidence in delegating
 Be aware of the importance of communication in the process of delegation
 Be able to determine the factors that delegates should ascertain before delegating tasks
 Be better able to determine the support that delegates should give to their delegates
during their performance of the specified tasks
Organis atio n Ma nage men t: An I ntrod uctio n
Module Contents, Concepts and Issues
Fun dam ent als of Organis at ional Ana lysis
Introduction to Formal Organisations
Definition; Objectives – Social and Business
Tasks
Division of Work/Labour
Delegation
Responsibility
Accountability
Authority
Power;
Roles
Informal Organisations
Case Study Analysis
The Fu nct ions of Ma nage men t: An In troduc tio n
The Functions of Management
The Management Process: Its Universality
Planning: The Basis for the Emanation of Subsequent Functions
The Different Types and Levels of Planning
Planning As Objective Establishment
Planning As a Procedural Issue
Organising Process, People and Subsystems
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Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Fundamental Issues in Designing Organisations
Management Implications for Tall and Flat Structures
An Introduction to Basic Organisational Forms:
Simple Structure
Functional Structure
Divisional Structure
Matrix Structure
Organisational Design as a Function of Organisational Dynamics
Important Considerations in Organisational Design
Designing For Effective Product/Service Management
Designing For Communication Effectiveness
Designing For Effective Client/Customer Focus
Importance of Vertical and Horizontal Relationships
Directing or Leading
Directing or Leading? : A Question of Leadership Styles and Administrative Strategies
Directing or Leading? : Managerial Control vs. Worker Autonomy
The Relationship between Leadership and Worker Motivation
Co-ordinating - Mintzberg’s Bases of Co-Ordination
Mutual Adjustment
Direct Supervision
Output
Standardisation of Input
Standardisation of Work Process
Managing Organisations in a Stable Environment
Managing Organisations in an Unstable Environment
Increased Leisure Time
Enhanced Job Satisfaction
Reduced Stress
More Opportunity to Switch Off After Hours
More Room for Forward Planning & Long-Term Solutions
Higher Creativity
Page 23 of 32
Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Time Management Tips for Managers
Reducing Time Spent On Meetings
Meeting Management
The Trading Game Scenario
Delega ti ng For Organ isat ion al Effectiv eness
What is Delegation?
Advantages of Delegation to Delegates
What Might Be Delegated?
Benefits of Delegation to Delegates
Prerequisites for Effective Delegation
Support Necessary during Task Performance
Importance of Communication in Delegation
Importance of Power and Authority in Delegation
Problems of Ineffective Delegation
Man agi ng Ind ivi dua l Perform anc e
Module Objectives
By the conclusion of the established learning activities, delegates will be able to:
 Locate performance management in an appropriate context
 Discuss the factors that are associated with poor performance
 Exhibit their ability to take appropriate measures to improve individual and team
performance
 Establish and monitor targets
 Determine the resources necessary to enhance individual and team performance
 Determine the appropriate extrinsic reward that might contribute to improve
performance
 Develop a strategy manage poor performance
 Locate performance appraisal within performance management structure
Page 24 of 32
Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
 Determine the objectives of performance appraisal
 Illustrate the organisational individual and subsystems benefits of performance
appraisal
 Explain at least three appraisals systems
 Evaluate the effectiveness of individual appraisal systems
 Conduct an appraisal interview
 Implement a 360 degree appraisal programme
 Customise, through a synthesis of existing systems, and an appropriate appraisal
scheme that takes account of their unique cultural setting
 Address some of the short coming s of traditional appraisal systems
 Demonstrate their ability to avert the halo and thorny effects in appraisal
 Define reward in an employee relation context
 Suggest the importance of reward management in organisation
 Explain the bases of reward management
 Explain the reward model
 Provide an appraisal of a specific remuneration system
 Determine the factors that negatively or positively affect remuneration systems
 Formulate and evaluate a recommended remuneration package
 Understand and formulate pay or remuneration structures
 Determine the criteria that are used to evaluate remuneration structure
 Explain and evaluate the rationale for performance related pay
Page 25 of 32
Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Man agi ng Ind ivi dua l Perform anc e
Module Contents, Concepts and Issues
Hum an R esource a nd P erforman ce Ma nage me nt
Managing Poor Performance
Managing Absence
Dealing with Harassment
The Effective Management of Retirement, Redundancy, Dismissal and Voluntary
Turnover
Evaluating the Mechanisms Available For Preventing or Alleviating Poor Performance
Working From Corporate Mission and Strategy,
Performance Targets
Tactical Performance Targets
Operational Performance Targets
Linking Performance Management with Operational Processes and Systems
Initiate Appropriate Reward Systems
Individual Development Plans
Performance and Reward Cycle
Staff Performanc e Appr aisa l
Performance Appraisal: A Definition
Objectives of Performance Appraisal
Why Some Managers Are Afraid To Appraise
Performance and the Halo Effect
Performance Appraisal and the Thorny Effect
Organisational Benefits and Performance Appraisal
Individual Benefits of Performance Appraisal
Subsystem Benefits of Performance Appraisal
The Appraisal Cycle
Systematising Performance Appraisal
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Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Some Problems with Performance Appraisal
Punitive Aspects of Performance Appraisal
Some Popular Appraisal Systems
Graphic Rating Scales
Ranking
Paired Comparison
Self Appraisal
Critical Incident
Management by Objectives (MBO)
360 Degree Appraisal
The Appraisal Setting
Reward Man agem ent: De velop ing a n Effectiv e an d Equi tab le Career Str uct ure
Employee Reward: A Definition
Defining Reward Management
The Basis of Reward Management
Reward Management Strategies: Provide Support for Corporate Values
Reward Management Derived From Business Strategy and Goals
Reward Management and Its Links to Organisational Performance
Reward Management and the Driving Force for Individual Behaviour
Reward Management and Its Relationship to Leadership Styles
Reward Management and Competition
Reward Management and the Attraction to High Calibre Personnel
Encouraging Positive and Effective Organisational Culture
Culture and Organisational Values
Level and Type of Motivation Customer or Clients, Product or Service,
Degree of Learning That Is Encouraged and General Identity
Remuneration Systems:
Factors Affecting Remuneration Systems:
Government’ Reduced or Increased Spending
Increased or Decreased Labour Force Availability
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Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Increased Demand for Quality
Organization’s Expansion, Contraction or Diversification Plans
Increased Competition
Remuneration Packages, Including Salary and Welfare Benefits and Payments
Pay or Remuneration Structures
Pay Structures, Purpose, Criteria and Types
Performance Related Pay (PRP)
Synopsis of Diploma – Postgraduate, Postgraduate Diploma and
Postgraduate Degree Regulation
P
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Delegates studying courses of 5-9 days duration, equivalent to 30-54 Credit Hours (direct
lecturer contact), will, on successful assessment, lead to the Diploma – Postgraduate. This
represents a single credit at Postgraduate Level. While 6-day and 7-day courses also lead to a
Diploma – Postgraduate, they accumulate 36 and 42 Credit Hours, respectively. Delegates and
students who fail to gain the required level of pass, at Postgraduate Level will receive a
Certificate of Attendance and Participation. The Certificate of Attendance and Participation will
not count, for cumulative purpose, towards the Postgraduate Diploma.
Courses carry varying credit values; some being double credit, triple credit, quad credit and 5credit, etc. These, therefore, accumulate to a Postgraduate Diploma. As is explained, later, in
this document, a Postgraduate Diploma is awarded to students and delegates who have
achieved the minimum of 360 Credit Hours, within the required level of attainment.
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
Credit Value and Credit Hours examples of Diploma – Postgraduate Courses are as follows:
CCrreeddiitt V
Vaalluuee
CCrreeddiitt H
Hoouurrss
Single-Credit
30-36
Double-Credit
60-72
Triple-Credit
90-108
Quad-Credit
120-144
10-Credit (X36 Credit-Hours) to 12Credit (X30 Credit-Hours)
360
Other Credit Values are calculated proportionately.
Because of the intensive nature of our courses and programmes, assessment will largely be in course, adopting differing formats. These assessment formats include, but not limited to, in class tests, assignments, end of course examinations. Based on these a ssessments, successful
candidates will receive the Diploma – Postgraduate, or Postgraduate Diploma, as appropriate.
In the case of Diploma – Postgraduate, a minimum of 70% overall pass is expected. In order to
receive the Award of Postgraduate Diploma, candidate must have accumulated at least the
required minimum ‘credit-hours’, with a pass (of 70% and above) in at least 70% of the
courses taken.
Delegates and students who fail to achieve the requirement for Postgraduate Diploma, or
Diploma - Postgraduate - will be given support for 2 re-submissions for each course. Those
delegates who fail to achieve the assessment requirement for the Postgraduate Diploma or
Diploma - Postgraduate - on 2 resubmissions, or those who elect not to receive them, will be
awarded the Certificate of Attendance and Participation.
Page 29 of 32
Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
D
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Deeggrreeee A
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Applicants for Diploma – Postgraduate, Postgraduate Diploma and Postgraduate Degrees are
required to submit the following documents:
 Completed Postgraduate Application Form, including a passport sized picture
affixed to the form;
 A copy of Issue and Photo (bio data) page of the applicant’s current valid passport or
copy of his or her Photo-embedded National Identity Card;
 Copies of credentials mentioned in the application form.
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 On receipt of all the above documents we will make an assessment of the applicants’
suitability for the Programme for which they have applied;
 If they are accepted on their Programme of choice, they will be notified accordingly
and sent Admission Letters and Invoices;
 One week after the receipt of an applicant’s payment or official payment
notification, the relevant Programme Tutor will contact him or her, by e -mail or
telephone, welcoming him or her to HRODC Postgraduate Training Institute;
 Non-European Students will be sent immigration documentation, incorporating a
Visa Support Letter. This letter will bear the applicant’s photograph and passport
details;
 Applicants will be notified of the dates, location and venue of enrolment and
orientation;
 Non-UK students will be sent general information about ‘student life’ in the UK and
Accommodation details.
Page 30 of 32
Dy namics_of_Organisational_Chnage_Management_Trainer_Training_Motivating_Workers_Intrinsic_and_Extrinsic_Rewards_Employ ee_Res ourcing_Recruitment_and_Selection_Diversity _Manage
ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
M
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There are three delivery formats for Postgraduate Diploma Courses, as follows:
1. Intensive Full-time Mode (3 months);
2. Full-time Mode (6 month);
3. Video-Enhanced On-Line Mode.
Whichever study mode is selected, the aggregate of 360 Credit Hours must be achieved.
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All short courses can accumulate to the required number of hours, for the Postgraduate
Diploma, over a six-year period from the first registration and applies to both general and
specialist groupings. In this regard, it is important to note that short courses vary in length, the
minimum being 5 days (Diploma – Postgraduate) – equivalent to 30 Credit Hours, representing
one credit. Twelve 5-day short courses, representing twelve credits or the equivalent of 360
Credit Hours are, therefore, required for the Award of Postgraduate Diploma.
A six-day course (Diploma – Postgraduate) is, therefore, equivalent to 36 hours Credit Hours,
representing one credit. Therefore, ten short courses, of this duration, equates to the required
360 Credit Hours, qualifying for the Award of Postgraduate Diploma. While double-credit
courses last between ten and fourteen days, triple-credit courses range from fifteen to
nineteen days. Similarly, quad-credit courses are from sixteen to nineteen days. On this basis,
the definitive calculation on the Award requirement is based on the number of hours studied
(aggregate credit-value), rather than merely the number of credits achieved. This approach is
particularly useful when a student or delegate studies a mixture of courses of different credit values.
Page 31 of 32
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ment_A_Value_Added_Inclusion_Oragnisation_Management_Managing_Individual_Performa nce
Human Resource Management: A Comprehensive View (7 Credit) – Leading to Diploma–Postgraduate, Accumulating
to Postgraduate Diploma and Progressing to MA, MBA, MSc
For those delegates choosing the accumulative route, it is advisable that at least two credits be
attempted per year.
This will ensure that the required number of credit hours for the
Postgraduate diploma is achieved within the six-year time frame.
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 On the successful completion of the Postgraduate Diploma, delegates may register for
the Masters Degree, after their successful completion of Course #7: Research Project:
Design, Conduct & Report.
 The Delegates’ Degree Registration Category will be dictated by the courses or modules
studied at Postgraduate Diploma Level. The categories relate to Master of Business
Administration (MBA); Master of Arts (MA) Master of Science (MSc); Executive Master
of Business Administration (Executive MBA). Additional details are provided in the
document entitled: regulation For HRODC Postgraduate Training Institute Diploma –
Postgraduate - Postgraduate Diploma and Masters Degree – MA, MBA, MSc.
Terms and Conditions
HRODC Policy Terms and Conditions are Available for viewing at:
http://www.hrodc.com/COSTS.htm
Or Downloaded, at:
http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures
_Seminar_Schedule.htm
The submission of our application form or otherwise registration by of the submission of a
course booking form or e-mail booking request is an attestation of the candidate’s subscription
to our Policy Terms and Conditions, which are legally binding.
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